Unitarism

1
Unitarism

• The organisation has a common set of values,
  interests and objectives shared by all.
• Any opposition to mgts right to manage is seen
  as irrational.
• No conflict between employers and employees -
  both are partners to the common aim of production
  and profit.
• Each worker does his or her best, accepts their
  place in the hierarchy and follows the appointed
  leader.
• Conflict is seen as unnatural and irrational and
  is caused by agitators
• Trade unions are intrusions which redirect the
  loyalty of employees away management.
• No legitimacy to industrial action

2
Pluralism

• Organisations are composed of individuals, each
  with their own interests and objectives.
• Conflict is accepted as natural and inevitable
  due to the existence of different interest
  groups.
• However, conflict must be limited due to the
  interdependence of parties for economic survival.
• Institutions and processes must be in place in
  order to manage the conflict
• Unions have a legitimate role in the workplace
• Negotiations and collective bargaining are
  important mechanisms for the settlement of
  disputes.
• A balance of power is maintained through the
  right (by both parties) to resort to industrial
  action

3
Radical Perspective

• Capitalism favours the employer and leads to
  exploitation of the employee.
• Conflict is inherent to the entire socio-economic
  system not just the labour relationship.
• Any structures established will only perpetuate
  conflict
• Trade unions may conscientise the working class
  but cannot achieve equality for workers.
• Collective bargaining is at best a tool for
  challenging employers whilst unions work on
  overthrowing capitalism.

4
Management Strategy

• An organisational value system based on Unitarism
  will lead to an IR strategy that
• Suppresses unions OR
• Avoids unions
• A value system based on Pluralism will lead to an
  IR strategy that
• Accommodates unions OR
• Cooperates with unions

5
Management Strategy

• Autocratic Unitarism Union Suppression
• Management controls the employment relationship
• Union membership banned
• Strategy to suppressive union development
• Used extensively in SA during apartheid.

6
Management Strategy

• Paternalistic Unitarism - Union Avoidance
• Use sophisticated HRM systems to undermine union
  support
• Aggression and confrontation is avoided

7
Management Strategy

• Strategies used to discourage unions
• Wages higher than market rates
• Investment in training and career development
• Stabilise employment and avoid retrenchments
• Communication and information sharing
• Grievance procedure
• Weed out workers who are pro-union
• Social functions to develop company identity
• Elite core of permanent workers with benefits
• Peripheral group of casual part-time workers
• In-house workers association for consultation

8
Management Strategy

• Adversarial and Procedural Pluralism - Collective
  Bargaining
• Accepts freedom of association
• See unions as a necessary interest group to the
  workplace
• See shop stewards as a way of communicating with
  workers
• Accept the rights of unions to bargain
  collectively
• Win-lose approach
• Accepts the right to strike and lockout
• Emphasis on workplace rule and procedures to
  regulate conflict
• Use labour law to enforce compliance to
  procedures and agreements
• Attempt to restrict range of items to be
  negotiated
• Maintain prerogative to run the business

9
Management Strategy

• Consultative Pluralism Employee Participation
  and Development
• Employee participation and union/management
  cooperation seen as creating a stable business
  environment
• Emphasis is on development of HR through
  education, multi-skilling, and career paths
• Less top down supervision and greater worker
  control
• Full information disclosure and sometimes joint
  decision making with the unions
• Implementation of performance based incentive
  schemes

10
Management Strategy

• Historically in SA as unions developed,
  companies
• Used aggressive union bashing tactics
• Unions responded by using legislation to protect
  rights
• Collective bargaining arose but emphasis on
  rules, procedures, legal enforcement of
  agreements, adversarial bargaining
• Subsequently, examples of participation and
  cooperation